Managing to learn by john shook

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managing to learn by john shook

Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead by John Shook

Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the vital A3 management process at the heart of lean management and lean leadership. Constructed as a dialogue between a manager and his boss, the book explains how A3 thinking helps managers and executives identify, frame, and then act on problems and challenges. Shook calls this approach, which is captured in the simple structure of an A3 report, the key to Toyotas entire system of developing talent and continually deepening its knowledge and capabilities. The A3 Report is a Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large (A3) paper, often with the use of graphics. A3 paper is the international term for a large sheet of paper, roughly equivalent to the 11-by-17-inch U.S. sheet. The widespread adoption of the A3 process standardizes a methodology for innovating, planning, problem-solving, and building foundational structures for sharing a broader and deeper form of thinking that produces organizational learning deeply rooted in the work itself, says Shook. Management expert James Womack predicts Managing to Learn will have a deep impact on the way lean companies manage people. He believes readers will learn an underlying way of thinking that reframes all activities as learning activities at every level of the organization, whether its standardized work and kaizen at the individual level, system kaizen at the managerial level, or fundamental strategic decisions at the corporate level. A unique layout puts the thoughts of a lean manager struggling to apply the A3 process to a key project on one side of the page and the probing questions of the boss who is coaching him through the process on the other side. As a result, readers learn how to write a powerful A3 - while learning why the technique is at the core of lean management and lean leadership.
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Lean Summit 2011 - Jim Womack - Learning from the Lean Pioneers

Sold by Lean Enterprise Institute and Fulfilled by Amazon. Understanding A3 Thinking: A Critical Component of Toyota's. John Shook has written a solid book that can stand proudly alongside the other books in the Lean Enterprise Institute's lineup.
John Shook

Managing to Learn

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Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the A3 management process found at the heart of lean management and leadership. The A3 report is a Toyota-pioneered practice of getting a problem, its analysis, the corrective actions, and action plan down on a single sheet of large A3 paper. A3 paper is the international term for a large sheet of paper, roughly equivalent to the byinch tabloid sheet. A unique book layout puts the thoughts of a lean manager struggling to apply the A3 process to a key project on one side of the page and the probing questions of the boss who is coaching him through the process on the other side. As a result, readers learn how to write a powerful A3—while learning why the technique is at the core of lean management and lean leadership. Executives and managers at all levels in the organization will benefit from the book.

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Using the A3 management process to solve problems, gain agreement, mentor and lead. Shingo Research and Professional Publication Award recipient. The A3 Report is a Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large A3 paper, often with the use of graphics. A3 paper is the international term for a large sheet of paper, roughly equivalent to the byinch U. Management expert James Womack, Ph.

John Shook. Toyota insider John Shook invites you to be a detective, artist and business analyst with this crisp text that unfolds A3 management thinking in an illustrated narrative. Whether you regard A3 as a process, a methodology or simply the creative use of a large piece of paper, Shook pulls you into rigorous problem solving. Consider a piece of paper 11 inches long and 17 inches wide — this is the international paper size known as A3. When lean companies like Toyota discuss A3s, they mean using an A3 sheet of paper as a tool to help them work through concrete manufacturing issues. The A3 management approach utilizes this larger-size paper format to standardize how a company innovates, plans and solves problems.

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